Of Human Resources Management On Identifying the training need & Designing the training Program Of ³Sefenet´ company

Submitted to Ms.Gurneet kaur LSB Submitted By; Mohd Anwar Kamal R1902A53 10907920

y Introduction of the company y Training Objectives/Need y Methods of Training
Of the job Training On the job Training

y Training Implementation

y Training Evaluation

Safe net
Introduction of the company
In 1983, in a Timonium, Maryland basement, two U.S. National Security Engineers (NSA) engineers founded Industrial Resource Engineering (IRE). IRE made a name for itself, selling enterprise network security solutions, using encryption technology to protect the public and private networks of financial institutions before expanding into the federal government sector. By leveraging key investor funding and customer wins, IRE became a fast-rising star in the information security industry. Then, in 2000, IRE was officially renamed SafeNet after its award-winning VPN product line. SafeNet strategically expanded its interests in the security information field through acquisitions of Securealink, Cylink Corporation, Raqia Networks, Inc., and SSH. In 2004 SafeNet merged with Rainbow Technologies, which had recently acquired Chrysalis-ITS and Mykotronx. As a result of these strategic acquisitions, SafeNet became the world¶s seventh largest information security company and tripled its revenue. Continuing its interest in technological growth, SafeNet acquired a number of other complementary companies including Datakey, DMDsecure and Eracom Technologies during the next few years. The resources of these companies improved SafeNet¶s already broad range of interests. In 2007, SafeNet was taken private by Vector Capital. In 2008, SafeNet acquired Ingrian Technologies. Ingrian's DataSecure family of products complements SafeNet's security solutions to ensure that enterprise and government organizations are compliant and limit liabilities. With this acquisition, SafeNet became the first vendor to offer a comprehensive Enterprise Data Protection (EDP) Solution Suite that secures sensitive data across devices, applications, networks, and databases. In March 2009, Aladdin Knowledge Systems acquired by Vector Capital and placed under common management with SafeNet. This combination brings together market leading vendors that in concert can offer the first comprehensive set of critical solutions in rights management and enterprise data protection. Aladdin¶s industry leading Authentication and Content Filtering products have strengthened SafeNet¶s Enterprise Data Protection Solution Suite. Aladdin and SafeNet join forces to enable emerging software industry needs in entitlement and license management. The combined company is now the 5th largest vendor in the security market and 3rd largest provider of information security solutions in the world. SafeNet and Aladdin's combined annual revenue is approximately $475 million. The companies employ 1,600 employees globally, including 600+ encryption engineers, more than any other company. With more than 25,000 customers extending across 100 countries including Bank of America, the U.S. Departments of Defense and Homeland Security, Adobe, Samsung, Texas Instruments, Siemens, MedStar, Unisys, Chicago Bears, Dartmouth College, leading companies across several industries rely on SafeNet's technologies.

Importance Of Training Objectives/Need
Training and Development
Importance Of Training Objectives
Training objective are one of the most important part of training programed. While some people think of training objectives as a waste of value time. The counterargument here is that resources are always limited and the training objective actually lead the design of training. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It help in adhering to a plan. Training objective tell the trainee that what is expected out of him at the end of the training program Training objectives are of great significance from a number of stakeholder perspective.

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Training Trainee Designer Evaluator


Methods of Training
The various methods that come under Cognitive approach are: 


The various methods that come under Behavioral approach are: 


The development of a manager's abilities can take place on the job. The four techniques for on the job development are:
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There are many management development techniques that an employee can take in off the job. The few popular methods are: 


Training Design
Training climate ± A good training climate comprises of ambience, tone, feelings, positive perception for training program, etc. Therefore, when the climate is favorable nothing goes wrong but when the climate is unfavorable, almost everything goes wrong. Trainees¶ learning style ± the learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program. Training strategies ± Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included. Training topics ± After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, ad modules. These topics and modules are then classified into information, knowledge, skills, and attitudes. Sequence the contents ± Contents are then sequenced in a following manner:
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From simple to complex Topics are arranged in terms of their relative importance From known to unknown From specific to general Dependent relationship

Training tactics ± Once the objectives and the strategy of the training program becomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques. The method selection depends on the following factors:
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Trainees¶ background Time allocated Style preference of trainer Level of competence of trainer Availability of facilities and resources, etc Support facilities ± It can be segregated into printed and audio visual. The various requirements in a training program are white boards, flip charts, markers, etc. Constraints ± The various constraints that lay in the trainers mind are:

Time Accommodation, facilities and their availability Furnishings and equipment Budget Design of the training, etc

Training Implementation
To put training program into effect according to definite plan or procedure is called training Training implementation can be segregated into:
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Practical administrative arrangements Carrying out of the training

Implementing Training
Once the staff, course, content, equipment, topics are ready, the training is implemented. Completing training design does not mean that the work is done because implementation implementation. Training implementation is the hardest part of the system because one wrong step can lead to the failure of whole training program. Even the best training program will fail due to one wrong action.

Training Implementation
phase requires continual adjusting, redesigning, and refining. Preparation is the most important factor to taste the success. Therefore, following are the factors that are kept in mind while implementing training program: The trainer ±The trainer need to be prepared mentally before the delivery of content. Trainer prepares materials and activities well in advance. The trainer also set grounds before meeting with participants by making sure that he is comfortable with course content and is flexible in his approach. Physical set-up ± Good physical set up is pre requisite for effective and successful training program because it makes the first impression on participants. Classrooms should not be very small or big but as nearly square as possible. This will bring people together both physically and psychologically. Also, right amount of space should be allocated to every participant. Establishing rapport with participants ± There are various ways by which a trainer can establish good rapport with trainees by:
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Greeting participants simple way to ease those initial tense moments Encouraging informal conversation Remembering their first name Pairing up the learners and have them familiarized with one another Listening carefully to trainees¶ comments and opinions Telling the learners by what name the trainer wants to be addressed Getting to class before the arrival of learners Starting the class promptly at the scheduled time

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Using familiar examples Varying his instructional techniques Using the alternate approach if one seems to bog down

Reviewing the agenda ± At the beginning of the training program it is very important to review the program objective. The trainer must tell the participants the goal of the program, what is expected out of trainers to do at the end of the program, and how the program will run. The following information needs to be included:
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Kinds of training activities Schedule Setting group norms Housekeeping arrangements Flow of the program Handling problematic situations

Training Evaluation
Training Evaluation

Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly. Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes. Process of Training Evaluation Before Training: The learner's skills and knowledge are assessed before the training program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.

During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals After Training: It is the phase when learner¶s skills and knowledge are assessed again to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase.


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